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Analyse Stratégique : SHAZAM

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Analyse de la stratégie d'entreprise de SHAZAM et de son management

M1 STRATEGIES DIGITALES DES MARQUES
ISEG MARKETING AND COMMUNICATION SCHOOL

Published in: Leadership & Management
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Analyse Stratégique : SHAZAM

  1. 1. L ’ A N A L Y S E S T R A T E G I Q U E LEA LESCOU - ALICE LE CORRE
  2. 2. S O M M A I R E / RAPPEL DU CONTEXTE / / PRESENTATION STRATEGIQUE DE L’ENTREPRISE / / LE MODELE VIP / / PROBLEMATIQUE / / AXES DE DEVELOPPEMENT / / CONCLUSION
  3. 3. R A P P E L D U C O N T E X T E
  4. 4. Identification musicale via application smartphone Redirection d’achat vers iTunes, Google Play ; d’écoute vers Spotify, Deezer Paroles de chansons, vidéos, clip Classements par pays et internationaux Recommandation musicale SHAZAM, UN CONCEPT A 1 MILLIARD DE DOLLARS R A P P E L D U C O N T E X T E
  5. 5. L E S C H I F F R E S 2002 2008 44 525 12 %MILLIONS MILLIONS de chiffre d’affaires réalisé entre 2013 et 2014 Lancement du concept initial de “Shazam” via SMS Lancement de l’application sur iTunes, qui devient la 1ère application disponible sur l’AppStore de téléchargements depuis le lancement de Shazam. C’est la 10e meilleure appli sur iPhone des ventes digitales de musique dans le monde> > > >> LES DATES CLES
  6. 6. L A S T R A T E G I E D E S H A Z A M
  7. 7. BUT : Fédérer la plus grande communauté dans le secteur de la musique et générer des revenus viables OBJECTIFS : Augmenter le nombre d’utilisateurs Augmenter le temps passé par l’utilisateur sur l’application Diversifier les utilisations L A S T R A T E G I E G L O B A L E LES BUTS & OBJECTIFS
  8. 8. L A S T R A T E G I E D ‘ E N T R E P R I S E 250 EMPLOYÉS > 120 INGÉNIEURS DÉVOUÉS AU R&D > 200 BREVETS DÉPOSÉS > 7 LEVÉES DE FONDS > LES PARTIES PRENANTES
  9. 9. L A S T R A T E G I E C O N C U R R E N T I E L L E LES AVANTAGES CONCURRENTIELS 1er sur le secteur Monopole de l’innovation, notoriété INNOVATION
  10. 10. L A S T R A T E G I E C O N C U R R E N T I E L L E LES FACTEURS CLÉS DE SUCCÈS SMARTPHONE ET MOBILITÉ LOGIQUE MULTICANALE
  11. 11. L A S T R A T E G I E O P E R A T I O N N E L L E DAS MUSICALE AUDIO VISUELLE LA RECONNAISSANCE
  12. 12. L E M O D E L E V I P
  13. 13. L E M O D E L E E C O N O M I Q U E V A L E U R S Reconnaissance musicale Perception de commissions sur les achats en ligne iTunes, Google Play, Apple Music Publicités insérées dans l’application et issues des publicités liées aux émissions et spots tv Application native sur les systèmes de téléphones Samsung Levées de fonds auprès d’investisseurs F R E E M I U M Offrir un service à valeur ajoutée spécifique au mobile et concentrer son activité exclusivement sur ce canal
  14. 14. L I M I T E R L ’ I M M I T A T I O N I M I T A T I O N NOTORIÉTÉ = Avantage concurrentiel CONCURRENCE FAIBLE DIVERSIFICATION pour limiter l’imitation
  15. 15. Q U E L P E R I M E T R E ? Shazam doit élargir son domaine d’activité pour ne pas disparaître. P E R I M E T R E RÉSEAU SOCIAL RÉGIE PUBLICITAIRE APPLICATION DE RECOMMANDATION MUSICALE
  16. 16. P R O B L E M A T I Q U E
  17. 17. L E S C O N S T A T S Des utilisateurs de plus en plus nombreux Un CA qui double chaque année Des levées de fonds conséquentes > > > DES CHIFFRES EN FORTE CROISSANCE L E P R O B L E M E ? En 2014 Shazam a TRIPLE SES PERTES ANNUELLES. Le modèle économique n’est à ce jour pas viable.>
  18. 18. P R O B L E M A T I Q U E COMMENT DÉVELOPPER ET FAIRE ÉVOLUER LE MODÈLE ÉCONOMIQUE AFIN DE RENDRE L’APPLICATION RENTABLE ?
  19. 19. P R O B L E M A T I Q U E COMMENT MAINTENIR SA CAPACITÉ D’INNOVATION MALGRE SA CROISSANCE EXPONENTIELLE ?
  20. 20. A X E S D E D E V E L O P P E M E N T
  21. 21. L E S T R O I S H O R I Z O N S Diversification en dehors de l’univers musical : s’essayer à la reconnaissance visuelle d’objets Activité prédictive avec les maisons de disques HORIZON 1 - ÉTENDRE ET DÉFENDRE L'ACTIVITÉ PRINCIPALE HORIZON 2 - CONSTRUIRE DES ACTIVITÉS EMERGEANTES HORIZON 3 - CRÉER DES OPTIONS VIABLES Application d’identification et de recommandation musicale Diversifier l’activité : reconnaissance de publicités et émissions TV Diversifier les supports : tablettes, smartwatches
  22. 22. L ‘ A C T I V I T ER E N T A B I L I S E R Accroître les revenus pour atteindre un certain seuil et rendre le modèle plus stable et plus prévisible. > O B J E C T I F
  23. 23. L ‘ A C T I V I T ER E N T A B I L I S E R O U I , M A I S C O M M E N T ? En DIVERSIFIANT SON DOMAINE D'ACTIVITÉ et en développant une nouvelle INNOVATION >
  24. 24. L ‘ A C T I V I T ER E N T A B I L I S E R ORIENTATION RÉSEAU SOCIAL pour augmenter le temps de visite de chaque mobinaute via plus de services (programmes TV…), de redirections et donc de commission pour Shazam. > E T A P E 1
  25. 25. " Pour la première fois, nous allons utiliser l'objectif photo du smartphone pour débloquer des contenus " DIVERSIFICATION DU DOMAINE D'ACTIVITÉ De la reconnaissance musicale à la reconnaissance visuelle> L ‘ A C T I V I T ER E N T A B I L I S E R E T A P E 2
  26. 26. L ‘ A C T I V I T ER E N T A B I L I S E R NOUVEL AVANTAGE NON VIABLE A LT QUELS R I S Q U E S ? X X MENACE DE LA CONCURRENCE X ÉCHEC BOURSIER DE L’AVANTAGE CONCURRENTIEL
  27. 27. C O N C L U S I O N
  28. 28. S I O NC O N C L U Partenariats marketing signés entre SHAZAM & plusieurs marques américaines et françaises WALT DISNEY, TARGET, EVIAN, GUERLAIN Campagne publicitaire pour la radio EUROPE1, avec la possibilité de "shazamer" les affiches promouvant ses animateurs. UN CHANGEMENT STRATÉGIQUE NÉCESSAIRE A LA SURVIE DE SHAZAM PROFITABLE AU DÉVELOPPEMENT DE L’APPLICATION > VERS LA RECONNAISSANCE VISUELLE
  29. 29. M E R C I

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